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| Criterion |  Operations Change Analysis |  Operations Root Cause Tree Analysis |  Innovation Contradiction Analysis |
|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 45-120 min | 1-3 h | 60-120 min |
Participantsdifferent | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Cause Tree, Evidence Notes, Countermeasures | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Root causeTreeIncidentQuality | ContradictionsInnovationProblem solving |
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